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008 151228s2003 xxk| s |||| 0|eng d
020 |a9781403943989|9978-1-4039-4398-9
024 7 |a10.1057/9781403943989|2doi
041 |aeng
049 |aTürk Tarih Kurumu Kütüphanesi
050 4|aJN1-9692.2
072 7|aJP|2bicssc
072 7|a1D|2bicssc
072 7|aPOL058000|2bisacsh
072 7|aJP|x1D|2thema
082 04|a320.94|223
090 |aDK/22104
100 1 |aJames, O.|eauthor.|4aut|4http://id.loc.gov/vocabulary/relators/aut
245 14|aThe Executive Agency Revolution in Whitehall|h[electronic resource] :|bPublic Interest versus Bureau-Shaping Perspectives /|cby O. James.
250 |a1st ed. 2003.
264 1|aLondon :|bPalgrave Macmillan UK :|bImprint: Palgrave Macmillan,|c2003.
300 |aIX, 185 p.|bonline resource.
336 |atext|btxt|2rdacontent
337 |acomputer|bc|2rdamedia
338 |aonline resource|bcr|2rdacarrier
347 |atext file|bPDF|2rda
490 1 |aTransforming Government,|x2946-9317
520 |aThis is the first book length assessment of the executive agency revolution in UK central government, part of the New Public Management, with 65 per cent of civil servants now working in agencies. The 'Next Steps' reformers' public interest view suggested value for money improvements. However, original analysis of budgets, performance data, documents and interviews reveals some support for an alternative 'bureau-shaping' perspective from rational choice, with officials using the reform to protect their welfare and substantial performance problems, especially in 'joining-up' government.
650 0|aEurope|xPolitics and government.
650 0|aPolitical science.
650 14|aEuropean Politics.
650 24|aPolitical Science.
710 2 |aSpringerLink (Online service)
773 0 |tSpringer Nature eBook
776 08|iPrinted edition:|z9780333998380
776 08|iPrinted edition:|z9781349432943
776 08|iPrinted edition:|z9781349432950
830 0|aTransforming Government,|x2946-9317
856 40|uhttps://doi.org/10.1057/9781403943989
912 |aZDB-2-PIS
912 |aZDB-2-SXPI
950 |aPalgrave Political & Intern. Studies Collection (SpringerNature-41143)
950 |aPolitical Science and International Studies (R0) (SpringerNature-43724)